business review australia & asia june 2016
DESCRIPTION
ÂTRANSCRIPT
-
JUNE 2016WWW.BUSINESSREVIEWAUSTRALIA.COM
AUSTRALIAS TOP TELECOMMUNICATIONCOMPANIES
SPECIAL REPORT
TOP 10 AUSTRALIAN FRANCHISES
BUILDING VALUE
WHY CHINA SHOULD BE CONSIDERED AN AUSTRALIAN STARTUP TARGET
+
-
Lowering costs. Keeping people safe. Working more efficiently. Managing your assets. Mining is a challenging business, and whether you have one piece of Cat equipment or many more, were there to help you manage it.
The combined knowledge of Caterpillar and our dealership is unparalleled in the industry. Were continually investing in research and developing new products, technologies and services that help you mine more productively, safely and sustainably.
We dont just sell mining equipment; we help manage your equipment. Were a true business partner who shares your goal of mining excellence however you define it.
WHATS YOUR BUSINESS CHALLENGE?
Branches Throughout New Zealand| Phone 0800 93 39 39 | GoughCat.co.nz
-
H E L L O A N D W E L C O M E T O the June issue of Business Review Australia & Asia,
Having spent just over a year editing our sister publication African Business Review I am excited to take on a new challenge and showcase the regions interesting and nuanced business environment. This month we take a look at why Australian businesses should consider China as a viable and rewarding start-up target. The workshop of the world can offer a great return on investment if the business plan is carefully executed read on to find out more. We also take a look at Australias top telecommunications companies and explore the factors that have got them to the very top. Last but not least we examine Australias 10 best franchises.From everyone at Business Review Australia & Asia we hope you enjoy reading the magazine and look forward to hearing your views on Twitter via @BizReviewAU.
Nye Longman Editor
IN TH IS ISSUE
3
E D I T O R S C O M M E N T
-
TECHNOLOGY
34 CyberPower Systems (Oceania Division)
46 True IDC Co.,Ltd
CONSTRUCTION
56 John Holland Group
70 South Australian Government Forward
80 Infrastructure in Indonesia
92 Parklands Project by Grocon
104 Unique Urban Built
114 Gateway WA
EDUCATION
128 University of Wollongong
144 Deakin University
160 Griffith University
174 Oracle
MINING
186 MACA
COMPANY PROFILES
FEATURES
CONTENTS
6 FinanceWhy China Should be Considered an Australian Startup Target
14 Top 10Best Australian Franchises
26 TechnologyAustralias Top Telecommunications Companies
4 J u n e 2 0 1 6
56John Holland Group
-
46 92True IDC Co.,Ltd
Parklands Project by Grocon
5
128
186
University of Wollongong
MACA
-
F INANCE
W R I T T E N BY: A L I C E YO U N G
AUSTRALIAN STARTUP TARGET
Why China should be considered an
-
AUSTRALIAN STARTUP TARGET
Why China should be considered an
-
THERE WAS A time when people thought anyone suggesting opening
a business in China was in cahoots
with a government-run program.
Fast-forward to today, and the
idea of starting a business venture
inside the mainland Asian giant is
now considered both practical and
necessary for any kind of international
presence in the Pacific business
theatre. Make no mistake, the Chinese
government never stopped being
involved in its markets, they have
just taken a far more proactive role
versus a regulatory one, which has
in turn opened up a number of vast
opportunities for international and
Pacific businesses to work in.
8 J u n e 2 0 1 6
F INANCE
-
GOVERNMENT SUBSIDIESIt is no surprise that the large number
of sub-markets in China are primarily
focused on bringing business,
resources, and trade activity to their
region to stimulate their local supply
and demand elements. In this regard,
the government plays a traditional
subsidy role to help jump-start as
well as incubate new business.
Interestingly, and of particular
attention to Australian companies
looking to start a presence, these
subsidised start programs are open
to both domestic and new foreign
technology players as well as those
who can create new ways to utilise
existing Chinese product lines. In
9
-
short, both Chinese and foreign
players are eligible for subsidy
for market entry. That said, these
programs dont exist in every area of
Chinas economy. One has to look
for the right industry and sometimes
geographical area to find these.
The best way to start is to first
make a foray into contact with the
local government of the geographical
region that your business might want
to set up shop in. This will put you
in place with the right officials from
the start who can then usher your
company into place within the right
market and with the right players for
support. The Chinese are well aware
of the benefits of capital investment
and business start-up, seeing their
side of the picture as one of job
creation, increased wealth in the
immediate local area with greater
payrolls, and a larger manufacturing
base. The start-up support/subsidy
details are not going to be publicly
detailed, such as on a website page.
1 0 J u n e 2 0 1 6
F INANCE
Central Business District in Beijing, China
-
B U S I N E S S R E V I E W A U S T R A L I A & A S I A
Instead, these opportunities are found
through the local officials who open
the gateway into such programs.
Alternatively, if you dont feel you have
enough confidence working directly
with the local government, a company
should then leverage Australian
government resources to make
connections and network for market
entry as well. These home offices
will often be connected in advance
with their Chinese counterparts and
can help create a conducive path
for start-up entry and investment in
the mainland.
SPECIFIC MARKET TARGETSFor market-specific opportunities new
ventures still have a number of areas
open to them that are clearly in the
birth phase of the business cycle. That
promises both lots of new possibilities
as well as a lot of challenges for first-
time players. One of the key aspects
an Australian player should decide
early is whether its going to be a
manufacturer, a business to business
player, or a direct retailer to Chinese
markets. Some players try to be both,
but its a highly complex position to
be in, essentially running two different
1 1
businesses in China at the same time.
The education market is a high-
demand area for retail services.
Chinese culture has been focused on
the family for thousands of years. As a
result, educational resources that give
a child an advantage in learning and
training are going to attract interest.
Of course parents want to see their
children do better than they did. But in
a country where most people rely on
a retirement from their own savings,
their children also become the income
source that takes care of them in
their later years as well. Successful
children obviously mean a successful
THE TECH INDUSTRY CONTINUES TO RELY ON CHINA FOR MANUFACTURING, BUT THE POPULATION IS ALSO BECOMING A BIG RETAIL BASE AS WELL FOR THE SAME GOODS
-
retirement. Ergo, education is like
gold to many at the retail level. This
is augmented by how competitive
the educational system is in China
for entry into the right school. Again,
tutoring and education services meet
a large demand.
The medical support market is
another booming area. China is
a country with one of the largest
populations in the world, and one
that is ageing. As a result, it has a
huge audience that needs and wants
services from the health care industry.
Advances in modern medicine are well
understood by the Chinese, and they
want their share of longer life as well.
Medical device makers and suppliers,
as well medical service providers are
both seeing big market potentials,
both to consumers and to other
businesses. And the elderly care area
continues to grow the fastest with the
growing aged population in China.
Farming and agriculture are a
mainstay of Chinas infrastructure,
providing the food that feeds and
supports the countrys 1.3 billion
people. Chinas government and
agricultural industry continue to look
for ways to make farming produce
more with the same or less, increasing
efficiencies, and improving rates
of harvesting through automation.
Industrial equipment providers,
genetics, and food supply players are
going to see a lot of discussion and
interest in their products and services,
which is likely to increase over the next
few years.
With one quarter of the country
open to the ocean, oceanic and
aqua technology are becoming a
priority. Potable and drinkable water
1 2 J u n e 2 0 1 6
Business District of Hong Kong
F INANCE
-
1 3
B U S I N E S S R E V I E W A U S T R A L I A
is precious in China and growing
in demand due to burgeoning
populations. Many of the current
water systems have not kept up with
the fast rate of growth in the country.
Further, businesses that are water-
dependent have poisoned a number of
water sources or consume significant
supply regularly.
So equipment and services that
produce new, increased supplies of
fresh drinking water are going to win
big in the mainland nationwide.
Finally, the tech industry continues
to rely on China for manufacturing, but
the population is also becoming a big
retail base as well for the same goods.
In fact, one estimate pegs Chinas
demand for tech as growing by 20
percent annually.
This includes aspects of
e-commerce as well. And, anyone who
has a business way to clean up Chinas
pollution problem on land, water and
air, will be set up for job security for at
least the next 30 years if not longer.
Business District of Hong Kong
-
TOP 10
-
1 5
Written by: Business Review staff
AUSTRALIAN FRANCHISES
Franchises, particularly restaurants, are very popular in Australia: the Franchise Council of Australia estimates that there are more franchise systems per capita than any other country, with 1,160 franchise brands and over 79,000 franchise units for a population of 23 million. While you can walk down a busy street
in downtown Brisbane or Sydney and find a McDonalds, Subway, or other American staple the top-performing franchises are those with native origins as 86 percent of the most successful franchises are Australian. Here are the top 10 most promising franchises from down under.
WHILE AUSTRALIA IS NO STRANGER TO MULTI-NATIONAL FRANCHISES, THE NATIONS HOME-GROWN BUSINESSES STILL
DOMINATE IN THE MAJORITY OF SECTORS
TOP 10
-
16 J u n e 2 0 1 6
POOLWERX1
FOR MORE INFORMATION >>
TOP 10
16 J u n e 2 0 1 6
POOLWERX1
FOR MORE INFORMATION >>
TOP 10
Founded in the Brisbane area with over
24 years of brand history, Poolwerx
is Australias most successful pool
cleaning franchise. With over 100
Australian franchises made up of
almost 100 retail stores and over 300
mobile service vans, Poolwerx also
has plans to open 300 stores in the
Sunbelt region of America. Founder
John OBrien has commented on
this massive opportunity: The US
pool industry is a disorganised
market. Its where Australia was 10
to 15 years ago, he says. Generally,
the market in America is a single
guy with a pole and a truck. Its not
time-efficient or reliable. Poolwerx
employs a modern automatic cleaning
system that is checked once a
month by a technician, taking the
hassle out of pool maintenance.
-
BATTERY WORLD
FOR MORE INFORMATION >>
2
17
B U S I N E S S R E V I E W A U S T R A L I A & A S I A
Celebrating 20 years: Battery
World Australia has 94 stores
nationally and has launched a
new era of store innovation and
expansion (planning to open over
10 new stores per year for the next
5 years across Australia). In 2016,
Battery World has extended the
national coverage with the addition
of new stores in Pakenham (VIC),
Southbank (VIC), Parafield (SA),
Cardiff (NSW), Kirrawee (NSW)
and soon to open Waurn Ponds
(VIC) and Chatswood (NSW)
and Rocklea (QLD). Rocklea will
be the first in the country to trial
a drive through service while
Southbank became the first CBD
flagship store with plans to open
CBD stores across the country.
-
The Foodco Group owns the popular cafe franchises Muffin Break, Dreamy Donuts, and Jamaica Blue, and the franchisor is best known for its training programs and superior employee organisation with accolades from the Franchise Counsel of Australia. The Counsels general manager Kym de Britt stated: They have an excellent set-up for trainees.
FOODCO
1 8 J u n e 2 0 1 6
3 Theyre well organised and have good, working systems, having cited that typically franchisees are prone to disorganisation. So franchisees receive two weeks of intense training and so do all employees ranging from counter people to office managers. 128 Jamaica Blue stores have been opened in southeast Asia as well as 275 Muffin Break outlets across Australia, New Zealand, the UK, and India.
FOR MORE INFORMATION >>
TOP 10
-
COFFEE CLUB
Coffeehouse franchise Coffee Club has been enjoying vast growth with over 270 stores in Australia and Asia-Pacific region. What makes Coffee Club stand out from other coffee chains is their Six Star Consistency Program, that compares how well all the stores perform so that the franchisees can have a way to benchmark their revenues and operating costs, as well as brand engagement and other key metrics to ensure a successful franchise and healthy competition among franchisees.The six stars stand for progress report, business development review, mystery shopping, comparative growth, sales model and product alignment. Joint Chief Executive Dominic Gallo says: Its a simple system, but by documenting each benchmark, it ensures improvements across the network.
FOR MORE INFORMATION >>
4
-
2 0 J u n e 2 0 1 6
Voted Best Mexican in Australia in the Lifestyle Channels I Love Food Awards Mad Mex Fresh Mexican Grill is a staple in Australian fast-casual franchises. Since Mexican food and fast-casual chains are two of the fastest-growing retail categories in Australia, a Mad Mex franchise is a wise investment. With a trend towards healthier fare that fast-casual restaurants are more likely to offer than traditional Mexican restaurants, founder Clovis Young told Hospitality Magazine: We probably helped to change the
perception of Mexican food from greasy, unhealthy party food that youd only eat once a quarter if you couldnt avoid it, to something you would happily have three times a week and feel good about because it is that much healthier. The quality is there. An estimated 10 stores open every year, with its most aggressive growth being 35 stores in a 16-month period. The founders also chalk their success up to not having to answer to shareholders, as Mad Mex is privately owned by two people.
FOR MORE INFORMATION >>
MAD MEX5
TOP 10
-
2 1
B U S I N E S S R E V I E W A U S T R A L I A & A S I A
Gutter-Vac is Australias premier gutter cleaning service with 45 locations - it aims to make homeowners lives easier by offering gutter cleaning and other home services like power-washing with their own proprietary equipment and patented ThunderVac Technology Process. While growth has not been as rapid as other franchise
sectors due to Australias fairly mild climate, Gutter-Vac has managed to position itself as the nations top gutter cleaning service when there wasnt even a gutter cleaning category in the Australian Yellow Pages and no such business existed before. The franchise is looking to expand into the UK and Europe where there is more demand for gutter cleaning services in their deciduous climates.
FOR MORE INFORMATION >>
6 GUTTER-VAC
-
2 2 J u n e 2 0 1 6
Gelatissimo, a hand-crafted gelato franchise found throughout Australia as well as Southern Asia and the Middle East, is a promising investment as joint executives Marco and Dominic Lopresti have come up with innovative ways to keep product quality up and logistics costs down. Logistics are always more complicated when dealing with a temperature-sensitive product like fresh gelato: major ice cream makers use factories and cold transport systems that rely on preservatives, but a fresh product that customers are willing to pay more for is harder to transport. The Lopresti brothers fashioned a kit production system employing raw ingredients and gelato machines to cut down on waste and give franchisees an edge over other gelato shops. What better way to do so than have fresh gelato made in-house?
FOR MORE INFORMATION >>
GELATISSIMO7
TOP 10
-
2 3
B U S I N E S S R E V I E W A U S T R A L I A & A S I A
Since 80 percent of Australias population lives in the countrys five largest cities, its no surprise that street food franchises have become a viable investment. Rolld specialises in traditional hawker-style Vietnamese street cart fare like rice paper rolls, pho, Vietnamese salads and banh mi sandwiches. The founder, Bao Hoang, was looking for an
alternative to sushi for a meal out and decided that his mums traditional Vietnamese recipes were just what the public was looking for. He wound up being right as Rolld went from 15 new stores in 2013 to 28 in 2014, and expects to have 100 by 2016. Hoang says, People were clearly looking for an alternative [to sushi and burgers], and with ours still being a fresh, fast and healthy option, we are very well received.
GELATISSIMO
8 ROLLD
-
2 4 J u n e 2 0 1 6
Skinnys Grill is a hot new franchise that is looking to corner the market on healthy fast food, particularly for customers following low carb diets. The franchise also offers gluten-free, vegan, and vegetarian options as these four groups of customers often have their needs and wants ignored by other food chains. CEO and founder James McGovern has recognised the demand for healthy prepared
SKINNYS GRILL9 food and realises the huge upside potential. Were targeting a
mass market, says McGovern. Young families, mums and bubs, and the health (conscious) market as well. Skinnys Grill owns the intellectual property for its low-carb recipes which will make it harder for competitors to attempt replicating them, and also offers fund assistance to new franchisees. Twenty new franchises are expected to open in New South Wales alone in the next year.
FOR MORE INFORMATION >>
TOP 10
-
25
B U S I N E S S R E V I E W A U S T R A L I A & A S I A
Bakers Delight was established in Melbourne in 1980 and is a household name in Australia with its signature Cheesymite Scroll. The bakery became a chain in 1988 when the founders came to own 15 bakeries by then and decided to expand into other parts of Australia as well as New Zealand and Canada. Thousands of Cheesymite Scrolls later, Bakers Delight has won Food Retailer of the Year as well as the Australian Franchise System of the Year award several times and was named one of the
Top 500 Retailers awards. There are over 600 stores worldwide and a Bakers Delight franchise carries the brand recognition and excellent baked goods that will ensure a
FOR MORE INFORMATION >>
10 BAKERS DELIGHT
-
W R I T T E N BY: BU S I N E S S R E V I E W S TA F F
Business Review Australia explores the exciting and ever-changing world of telcos
TELECOMMUNICATIONS COMPANIES
AUSTRALIAS TOP
TECHNOLOGY
-
W R I T T E N BY: BU S I N E S S R E V I E W S TA F F
Business Review Australia explores the exciting and ever-changing world of telcos
TELECOMMUNICATIONS COMPANIES
AUSTRALIAS TOP
-
DISCLAIMER: In trying to determine the five best telecom companies
in Australia, there can be some
discussion and disagreement about
the criteria used to make these
choices. You can evaluate and rank
these companies by size, profits, how
many people they serve, how well they
market their services, as well as their
reputation. Yet, many of those things
can change rapidly. A new leader
can decide a companys future lies in
a different direction, so profits drop
while they focus on infrastructure, then
they spike upwards as that investment
and leadership paid off. As of now, the
five top companies are:
2 8 J u n e 2 0 1 6
TECHNOLOGY
-
B U S I N E S S R E V I E W A U S T R A L I A & A S I A
2 9
As well as one of the best,
AAPT is also one of the largest
telecommunications companies in
the country. A merger a few years
ago with TPG increased its share
in the Australian market, as well as
giving it access to more inter-capital
fiber network. This has increased
its involvement in both metropolitan
and international network which has
make AAPT one of the top telecom
companies in the country.
AAPT is led by David Yuile who
serves as the CEO. He took the
position after serving as the chief
operating officer at the company,
and he was the leader of a network
agreement with PowerTel which
re-engineering and simplification of
their service. The company employs
750 people and is located in Sydney
and they specialise in fixed telephony,
mobile telephony, internet access,
leased lines, and data transmission.
AAPT5
-
The leadership of the M2 Group
consists of Geoff Horth who serves
as CEO, Richard Correll who serves
as the Chief Financial Officer, and
John Allerton who serves as the
Commercial Director. In 2015 the M2
Group employed 3,300 and has an
annual revenue of $1.2 billion.
After M2 merged with Vocus, the
company was valued at $3.9 billion. In
December 2015, M2 had $55.1 million
in profits over the previous six months
and Vocus had profits of $27.4 million.
The company now has 471,000
broadband subscribers, which is good
enough to make the top five of this list,
but it is number four in the number of
subscribers, and far behind number
three based upon the number of
subscribers to its services.
Often referred to as M2 Group, the
company provides more traditional
services to its customers, as
well as providing next generation
telecommunication products and
services. M2 Group focuses on
consumer, business, and wholesale
telecommunication and is a major
player in Australia of all three
market types.
Although M2 Group sells to all three
groups, its sales team is focused
largely on small to medium sized
businesses, as well as families and
individuals with an intention of
growing by providing services
with smaller contracts.
3 0 J u n e 2 0 1 6
TECHNOLOGY
M2 Telecom4
-
B U S I N E S S R E V I E W A U S T R A L I A
Just as its name indicates, this
company was made after a merger
of Vodafone Australia and Hutchison
Australia. Two of the better known
brands prior to their merger, and
now one of the biggest and well
respected brands in the country.
From this merged company come
Crazy Johns and Vodafone, two
of the most noteworthy brands for
electronics and mobile devices.
The company has a reputation and
a history of being on the cutting edge
of the telecommunications business,
as Hutchison was the first company to
introduce a 3G telecommunications
3 1
network in Australia back in 2003.
They continue to be known for
striving to find new ideas to improve
their brand.
The CEO of Vodafone Hutchison
Australia is Inaki Berroeta. The
company employs over 4,500 people
and its headquarters is in North
Sydney. Vodafone Hutchison Australia
has 5.4 million customers involved in
different telecommunications services.
In 2015, the company reported their
revenue had grown $1.77 billion which
was an increase of 2.9 percent from
the previous year. It also reported that
more and more customers are taking
the companys higher end plan which
is adding to their profits and some
speculate it could also be a sign of a
robust economy.
Vodafone Hutchison Australia3
-
3 2 J u n e 2 0 1 6
Singtel Optus Pvt Ltd is a subsidiary
of Singtel, which is a Singaporean
telecommunications company. Optus
has its own network which it uses to
provide its services so Optus does not
need to lease lines and poles, and it
has a greater control of its future.
Optus has a large presence in
the telecommunications market in
Australia with wholesale services and
a large footprint in the retail market.
It also provides broadband, dial-up,
and wireless internet to its customers.
Optus is led by Chairman Paul
OSullivan, and CEO designate
Allen Lew.
The total revenue through March
of 2013 is $8.93 billion, and its net
income through March 2013 was $764
million. The company employs more
than 8,700 people.
Optus has 9.38 million customers
and recently saw its subscribers
drop 54,000 people as competition
ramped up from other companies
like Telstra and Vodafone Hutchison
Australia. Telstra is however growing
in subscribers who are post-paid
by adding 102,000 compared to
Vodafone Hutchison Australia which
grow by 32,000 at the same time.
Optus2
TECHNOLOGY
-
The largest telecommunications
company in Australia is Telstra.
Telstra has been involved in building
and operating telecommunications
networks in Australia and some
outside of the company. It is also
involved in marketing mobile, voice,
data, pay television, and other
entertainment products and services.
Telstras CEO is Andy Penn and
the CFO is Warwick Bray, both
respected in the industry for their
steady leadership and willingness to
embrace new technology. The revenue
as of 2014 was $26.3 billion, the
profit as of 2014 was 4.3 billion, while
the total assets were $39.36 billion.
Telstra employs nearly 32,000 people.
The headquarters of the company is
located in Melbourne.
Telstra estimates that they provide
16.9 million people mobile service,
they provide 7.2 million people
with fixed voice services, and they
provide 3.3 million with broadband.
The company began by providing
telegraph services in 1854 and they
now provide 4G network services.
The telecommunications industry in
Australia is robust. Many companies
see growth which is important in
providing services to the population of
the country and keeping many people
gainfully employed.
Telstra1
3 3
B U S I N E S S R E V I E W A U S T R A L I A & A S I A
-
3 53 5
-
3 6 J u n e 2 0 1 6
A power surge or interruption can have devastating effectsand power protection product suppliers provide the most important lines of defense against these critical issues. CyberPower Systems is a top tier global power protection vendor supplying uninterrupted
power supply (UPS) units, power distribution units (PDUs), surge suppressors, automatic transfer switches, power management software, preventative maintenance, other related services and more to thousands of clients around the world. Since 2009, CyberPower Systems has been finding success
CYBERPOWER SYSTEMS
Taipei Headquaters
Office Building
-
M A N U F A C T U R I N G
in supporting clients across Australia, New Zealand, and the Pacific Islands through its Oceania division.
We have a strategic approach, in regards to having an in-depth understanding of our customers and their problems relating to the power industry, said Brad
Andrews, managing director of CyberPower Systems Oceania. We look at how we can provide solutions to the market that are not only addressing these issues, but are looking at the future and adapting to the changes in power technologies to provide best of breed solutions.
w w w. c y b e r p o w e r. c o m 3 7
CYBERPOWER SYSTEMS
2015 CyberPower HQ Visit
-
NORTH TEXAS MUNICIPAL WATER DISTRICT
KEEPING UP WITH THE MARCH OF PROGRES STechnology is a swiftly evolving field, and a business like CyberPower Systems must stay ahead of the latest innovations in order to keep pace with its clients requirements. To achieve this, the company takes great care to keep research and development a top priority.
Weve got a dedicated R&D department in Taipei, Taiwan, with over a hundred engineers focused on the research and development
of software, engineering, hardware, safety, electronics and quality control, said Andrews. With this commitment, we are bringing the highest quality products with the most competitive specifications to market.
With its new office and experience centre on the way in Brisbane, CyberPower Systems will be able to invite its returning and prospective clients to immerse themselves in the possibilities and logistics of power technologies on the cutting edge.
3 8 J u n e 2 0 1 6
ASI Solutions National sales conference
-
NORTH TEXAS MUNICIPAL WATER DISTRICT M A N U F A C T U R I N G
w w w. c y b e r p o w e r. c o m 3 9
Along with a new office, with a boardroom and training facilities for our partners, we will also have a customer experience centre where we will demonstrate our productsincluding UPS systems, power distribution and also the automatic transfer switchesin a live environment with a virtual setup, said Andrews, explaining the value of clients being able to experience this technology at work up close.
The virtual environment displays to them an idea of how they would set these units up on site, what applications they would be used for, and how they would address a clients problems, he added. It is also to show an interface of our software, so that clients can actually see how comprehensive our software is and what its different features can do.
NEW TRENDS IN TECHNOLOGY AND POWER D ISTR IBUTIONThe role that CyberPower Systems and its products play in the technology sector give the company a unique perspective on upcoming
IT trends. This insight allows CyberPower to tailor its own focus to anticipate and cater to the varied needs of its clients.
What we see at the moment is quite a migration to the cloud, said Andrews. This means that a lot of on-premise equipment will start to go to a data centredata centres are a very big emerging growth market in our industry right now.
From corporations to small
-
home offices, businesses are relying increasingly on data centres for critical information and daily operations. CyberPower Systems has responded to this trend with its latest launch of large 3-phase UPS systems designed specifically for data centres as their capacities increase and their power protection requirements grow more demanding. Were seeing some excellent surges in growth with these new systems within the data centre space, said Andrews.
GOING GREEN IN THE IT SECTORMore and more companies are becoming conscious of green practices and energy saving technologies, said Andrews. More than 50 per cent of consumers consider greenness as a factor when selecting a supplier to partner with, according to a recent research paper from CyberPower Systems, while a full 80 per cent of executives cite green IT as an important subject for their organizations.
Energy Correction Options provides world class technologies and exceptional technical support.
With our suppliers - CyberPower, ERICO & Sinexel - we have the solution to your Power Quality Issue.
Contact Justin Hamilton / Justin Harris
T: 1300 735 526 | F: 1300 728 740 | E: [email protected] | W: www.ecoptions.com.au
EN
ER
GY
CO
RR
EC
TIO
N O
PTIO
NS
YOUR POWER QUALITY PARTNER
4 0 J u n e 2 0 1 6
-
C O N S T R U C T I O N
-
COMPANY NAME
As a vendor that takes pride in its green IT status, CyberPower Systems is fully committed to helping its clients reach their own efficiency and sustainability goals. This is achieved through such practices as research into more sustainable lithium-ion battery options and its patented GreenPower UPS Technology,
4 2 J u n e 2 0 1 6
As utility power is normal over 88 per cent of the time, the GreenPower UPS operates primarily in its cost-reducing bypass mode. As a result, users will enjoy significant energy cost savings with the adoption of GreenPower UPS Technology Brad Andrews, managing director of CyberPower Systems Oceania
-
M A N U F A C T U R I N GCOMPANY NAME
an advanced system designed to create high performing data centre efficiencies while delivering clients up to 75 per cent savings on their energy costs compared to conventional UPS models.
The GreenPower UPS efficiently bypasses the transformer when utility power is normal, reads CyberPowers introduction to the new technology. As utility power is normal over 88 per cent of the time, the GreenPower UPS operates primarily in its cost-reducing bypass
mode. As a result, users will enjoy significant
energy cost savings with the adoption of GreenPower UPS
Technology. CyberPower Systems also
pays attention to sustainability throughout the life cycle of its products, offering clients discounts and one-stop-shop solutions for replacing UPS systems and batteries while disposing of older models in a local and eco-conscious way. Other green features we have are packaging
w w w. c y b e r p o w e r. c o m 4 3
MARKET PRESENCE IN OVER 100 COUNTRIES
-
strong relationships with its client base year after year. I think we have a very thorough understanding of our customers needs, said Andrews. We are a smart dynamic adaptive company that listens to its customers and then delivers on its promiseswe do that very well.
and components that take into account best principles and practices in green IT, and making sure that wherever we can were using materials that are going to be renewable and environmentally friendly, said Andrews. All the way through our manufacturing process, we have a keen eye on the green side of IT and manufacturing.
CYBERPOWER SYSTEMS: PRESENT AND FUTUREThe traits that set CyberPower Systems apart from its competition are the same as those that help CyberPower Systems maintain
4 4 J u n e 2 0 1 6
CYBERPOWER SYSTEMS
We are a smart dynamic adaptive company that listens to its customers and then delivers on its promiseswe do that very well. Brad Andrews, managing director of CyberPower Systems Oceania
-
M A N U F A C T U R I N G
w w w. c y b e r p o w e r. c o m 4 5
Those traits also promise to help carry CyberPower Systems forward into the future as it continues to build on its portfolio, ramp up marketing to bring its support to new regions, and develop its network of trusted partners to provide true end-to-end turnkey solutions to its clients.
Were in an ever changing market, said Andrews. Its very exciting times now.
Company Information
N A M E
CyberPower Systems (Oceania Division)
I N D U S T RY
Technology
P R O D U C T S
UPS systems, PDU, ATS and total power protection products manufacturing
E S TA B L I S H E D
1997
M A N A G E M E N T
Managing Director at CyberPower Systems Oceania: Brad Andrews Regional Sales Manager NSW / ACT: Shannon Dowden
CYBERPOWER SYSTEMS
-
Written by: Nell Walker Produced by: James Pepper
ASIAN expansion
-
Our key differentiation
factor is not technology; were
not Google, and were never going to be the
Facebook of the world. Were going to build
talent using Asian diversity. I call myself
a change agent thats what I do. My expertise is
transformation
4 7
-
True IDC, an off-shoot of Ascend Group, is Thailands leading international data centre and cloud services solution provider, priding itself on bringing global partners within reach of Southeast
4 8 J u n e 2 0 1 6
TRUE IDC CO. ,LTD
-
T rue IDC, an off-shoot of Ascend Group, is Thailands leading international data centre and cloud services solution provider, priding itself on bringing global partners within reach of Southeast Asian businesses. Established in April 2003, the company now boasts multiple centres in Bangkok, across Thailand, and other countries in Southeast Asia. Already providing platforms for Amazon Web Services, Google Chromebook, Microsoft Office365, Huawei Simply Cloud, Beedoo, True IDC Share, and Avaya Teleconference Solutions, True IDC aims to be the leading digital economy enabler in the ASEAN Economic Community.
Supparat Sivapetchranat Singhara na Ayudhaya is Chief
Product and Technology Officer at True IDC. Singhara na Ayudhaya had previously been the first Thai to take on a global role at Thomson Reuters, and during that time, he was accountable for many international teams within the company. Singhara na Ayudhaya considers himself a hybrid, speaking multiple languages, and in working across various groups, he discovered the true business extent of global.
Global is no longer New York, its no longer London, its no longer Tokyo, he says. Its Asia Shanghai, Dubai, Delhi. A significant portion of the Thomson Reuters code deployed globally was based in Bangkok; a lot of people outside the company dont know that. Theres untapped talent here. I
T E C H N O L O G Y
www.ascendcorp .com 4 9
Supparat Sivapetchranat Singhara na Ayudhaya, Chief Product and Technology Officer for True IDC, describes how the company has cornered the local market with an Asia-focussed business model
-
ENABLE INNOVATION AND GAIN PEACE OF MIND
SAVE MONEY by reducing your total cost of ownership.
REDUCE THE RISKS
SIMPLIFY
MAXIMIZEassociated with your communications environment while controlling costs and reducing IT workload.
your approach to unified communications, contact center, data networking and more.
the performance of your enterprise communications systems.
For more information, visit: http://www.avaya.com/apac/services/portfolios/private-cloud-services/
Avaya Selected Vendor - True IDCIn collaboration with Avaya, True IDC launches Video Conferencing as-a-Service (VCaaS) offering comprehensive service solutions in high definition (HD) with low bandwidth usage; compatible with smart phones and tablets; enhancing enterprise efficiency and cost savings.
AVAYA PROFESSIONAL CLOUD SERVICES
TRUE IDC CO. ,LTD
but as Singhara na Ayudhaya has the benefit of a global perspective, the company chose to merge the responsibilities.
Targeting the marketIn addition to the Enterprise segment, True IDC develops within the local market by aiming for SMEs. He states, We are targeting emerging markets, like Thailand, Cambodia and Myanmar. SMEs are the main drivers of the economy
saw new opportunities with this knowledge, so I made the decision to move from this multinational corporation to Ascend, he notes.
Singhara na Ayudhayas role now is based in developing products for the local market in Thailand and Asia, increasing the speed of the technology, and evolving infrastructure platforms. The role is unique in that most companies would separate the product and technology development,
-
The key for us is our leadership team, and the leadership team needs to navigate an ever-changing business climate Supparat
Sivapetchranat Singhara na Ayudhaya, Chief Product and Technology Officer for True IDC
T E C H N O L O G Y
www.ascendcorp .com 5 1
there. A lot of players try to capture them, but its difficult. Thailand is in a unique position in that its SMEs have a high adoption rate of mobile phones. It has a population of 60-70 million, and only 30 million of those are online, yet there are around 80 million mobile phones being used across the country. This gives us great opportunities. Were in a unique position in being the only cloud service provider thats also a telecom. Even the big cloud players like Amazon lack connectivity
capability, thus empowering a mutual partnership between True IDC and Amazon, Google,
-
The key for us is our leadership team, and the leadership team needs to navigate an ever-changing business climate Thanasorn Jaidee, General Manager, True IDC (Left), Supparat Sivapetchranat Singhara Na Ayuthaya
5 2 J u n e 2 0 1 6
TRUE IDC CO. ,LTD
-
Microsoft, and Huawei. We have the connectivity and the existing customer base to expand upon.
True IDC enjoys the advantages of having the required services in place already, ensuring that market shares are also well-positioned, despite the fact that larger companies may have more advanced technology. However, these companies do not necessarily view ASEAN as a key market in the same way. True IDC is making advancements with strategic partnerships that will drive more business to Thailand.
Skill and diversity In any emerging market, Singhara na Ayudhaya says, finding the required skill level is a challenge. He adds, The experience is out there. The skills are out there. The knowledge is out there. The key thing for us is attracting the right talent that can complete globally as the digital economy is borderless thats part of the reason I was brought here. Were looking at people with global talent who can understand the local market but communicate globally. The key for
us is our leadership team, and the leadership team needs to navigate an ever-changing business climate.
Singhara na Ayudhaya states that while Asian culture is respective to a very command-and-control approach, Western culture is more about engagement, and so True IDC tries to leverage a culture of various comforts, ensuring that what the young company lacks in experience, it makes up for by achieving its goals more quickly.
One such project this mindset has allowed is the Simply Cloud Public Cloud Thailands first cloud service which allows users to manage their own data at a reasonable price. The cloud will enable a bigger market in Thailand, and in Cambodia, says Singhara na Ayudhaya.
We are also launching the first cloud software marketplace platform tailored for SMEs. The marketplace will be the regions first platform connecting start-ups and SMEs. Its key because the adoption rate of cloud services is not necessarily just going to be
T E C H N O L O G Y
www.ascendcorp .com 5 3
-
Just two years ago, True IDC was only in Bangkok; now, it is based in Myanmar and Cambodia as well as Vietnam, and the company is exploring other markets such as Indonesia
Diversity is about connecting the change together to generate opportunities, and to make intelligent bets in the region Supparat
Sivapetchranat Singhara na Ayudhaya
the infrastructure in the service space, although theres a higher mobile penetration in Asia than in Europe or the US. Our play is that we provide a scalable platform that connects emerging start-ups with SMEs in the region. Capturing the market is fundamentally a KPI, as well as being able to offer the right services on tap.
True IDC has entered into a joint venture with SUPERNAP, a tier four data centre. Next year, Thailands own branch of SUPERNAP will open, which is the first outside the US. Singhara na Ayudhaya points out, Now what this does is lay the foundation. It guarantees 100 percent uptime data centre service within the region and will support growth across Cambodia, Myanmar, Vietnam, and of course Thailand. From a connectivity standpoint, it puts us in a strategic position. We have to be reliable, and to be reliable we have to guarantee SUPERNAP 100 percent uptime asset running. Banks have already signed up to these services.
ExpansionJust two years ago, True IDC was only in Bangkok; now, it is based in Myanmar and Cambodia as well as Vietnam, and the company is exploring other markets such as Indonesia. Each country has its own multi-market strategy depending on local demand. In Myanmar, political instability has made
5 4 J u n e 2 0 1 6
TRUE IDC CO. ,LTD
-
Just two years ago, True IDC was only in Bangkok; now, it is based in Myanmar and Cambodia as well as Vietnam, and the company is exploring other markets such as Indonesia
people hesitant about data centre and cloud business, but it is a good place to invest in. Cambodia lacks the business traction of Thailand but is maturing all the time, and in Vietnam, the focus is on the marketplace rather than the infrastructure.
The key lesson is how do you get the ability to connect the dots, Singhara na Ayudhaya says. Our key differentiation factor is not technology; were not Google, and were never going to be the
Facebook of the world. Were going to build talent using Asian diversity. I call myself a change agent thats what I do. My expertise is transformation. We make things happen. For us to compete, its about diversity. We provide a very insightful perspective. Technology is about change, but diversity is about connecting the change together to generate opportunities, and to make intelligent bets in the region is something I am personally driving towards.
T E C H N O L O G Y
www.ascendcorp .com 5 5
-
BUILDING VALUE
With industry leading capabilities and the support of a new parent company, John Holland
is poised for an exciting new futureWritten by: Sasha Orman | Produced by: Vince Kielty
5 7
-
In Australia, New Zealand and South East Asia, John Holland has become synonymous with quality engineering and contracting. For more than 65 years, the company has been dedicated to delivering exceptional results in the building, engineering, and rail sectors.
GROW THJohn Holland and its new owner, China Communications Construction Company International Holding Limited (CCCI), have set the ambitious target of doubling the size of the Australian company within five years. With a new business model already in place, strengthened by a new Development & Investments arm, the company is moving in an exciting new direction.
CEO, Glenn Palin, says John Holland had a proud history of delivering major infrastructure for Australia: That will continue to be an extremely important focus for us, but we are also moving in a new and exciting direction. We now have a business that can provide value across the entire
infrastructure and property cycle.Palin said the business would
focus on: Beinganintegratedsolution
for governments. Furtherdevelopingvertically
integrated businesses to provide a total solution service. Proactivelygenerating
JOHN HOLLAND GROUP
5 8 J u n e 2 0 1 6
-
C O N S T R U C T I O N
w w w. j o h n h o l l a n d . c o m . a u 5 9
business growth through Development & Investment opportunities. Leveragingtheglobal
technology links and supply chain ability with CCCC.
As further evidence of their commitment to international growth, John Holland has recently
opened a South East Asian office in Singapore.
We have just opened a South East Asian Office, located in Singapore, testament to our on the ground project experience, along with a promising pipeline of work and excellent potential for growth, says Palin.
JOHN HOLLAND GROUP E N G I N E E R I N G A N D C O N T R A C T I N G
-
Can handle it.
QUEENSLAND NEW SOUTH WALES AUSTRALIAN CAPITAL TERRITORY VICTORIA WESTERN AUSTRALIA NORTHERN TERRITORY NEW ZEALAND
Fredon is proud to be associated with the following John Holland projects:
1 Parramatta Square, Western Sydney University
Abercrombie Precinct, University of Sydney
Creative Industries Precinct, Queensland University of Technology
Perth Childrens Hospital
-
NEW F INANCIAL STRENGTHThe launch of a new Development & Investments Group (D&I) is a critical step change for the future of the business. D&I will drive new business opportunities in property development and infrastructure, public-private partnerships (PPP) and concessions as well as exploring M&A prospects.
John Holland already has considerable experience with PPP, working on a number of successful projects such as the Southbank
Education and Training Precinct in Queensland, Sydney Metro and, more recently, Melbournes Ravenhall Prison redevelopment project.
John Holland has performed numerous roles on these projects, from design and construction to operations and maintenance. They have also invested equity in projects such Sydneys Lane Cove Tunnel and EastLink in Victoria and the newly awarded Canberras Capital Metro project.
Our D&I Team will work hand in
w w w. j o h n h o l l a n d . c o m . a u 6 1
Can handle it.
QUEENSLAND NEW SOUTH WALES AUSTRALIAN CAPITAL TERRITORY VICTORIA WESTERN AUSTRALIA NORTHERN TERRITORY NEW ZEALAND
Fredon is proud to be associated with the following John Holland projects:
1 Parramatta Square, Western Sydney University
Abercrombie Precinct, University of Sydney
Creative Industries Precinct, Queensland University of Technology
Perth Childrens Hospital
Employees: 900+ Established: 1968Industry: Electrical, Data & Communications; Heating, Ventilation & Air-conditioning; Security & Technology. Services: Construction, Services & Special Projects, Maintenance, Engineering Design, Prefabrication, Integration Ongoing Projects: Health, Defence, Infrastructure, Transport, Community Facilities, Education, Manufacturing, Mining & ResourcesAccreditations: Quality ISO 9001, Safety AS/NZS 4801, Environment ISO 14001 (Global-Mark)
Website: www. fredon.com.au
SUPPLIER PROFILEFREDON
E N G I N E E R I N G A N D C O N T R A C T I N G
-
Experiencing consistent growth since its inception in 2010, Monford is now a leading integrated construction service provider of civil contracting, building construction and asset maintenance services for the oil and gas, resources and infrastructure sector nationally.
BBuilt from the ground up and led by hands-on Managing Director Declan White, Monfords success stems from its Integrity, quality and streamlined processes without the bureaucracy.
BBeyond the generic eciency, quality, safety, environmentally responsible statements most companies promise, Monford has rigorous processes, strategies and training and education to genuinely deliver projects on time, within budget, safely and sustainably.
MONFORDGROUP.COM
SydneySuite 32 Level 5 Nexus Norwest
4 Columbia CourtBaulkham Hills, NSW 2153
Ph: 02 8315 7047
Perth77 Coulson Way
Canning Vale, WA 6155Ph: 08 6365 4507
Karratha102 Lambden RoadKarratha, WA 6714Ph: 08 6365 4507
CONTACT US
Email: [email protected]
CIVIL CONTRACTING
BUILDING CONSTRUCTION
ASSET MAINTENANCE
PERSONNEL MANAGEMENT
EQUIPMENT HIRE
-
hand with our clients, investing and partnering with them to deliver high quality assets that maximise value, Palin says, Our extensive industry experience allows us to support our customers at every stage of the project lifecycle from defining and developing concepts at project conception, to operations and maintenance.
Our objective is to provide value and innovation to Australias infrastructure and property markets.
COLLABOR ATIONWorking together and sharing ideas often leads to the best results. For this reason, John Holland places a high value on collaboration. The company has partnered with the Australian Institute of Building to offer students opportunities for hands-on experience, and is active with several associations including the Australian Constructors Association and the Green Building Council to promote industry-wide progress and growth.
w w w. j o h n h o l l a n d . c o m . a u 6 3
E N G I N E E R I N G A N D C O N T R A C T I N G
Experiencing consistent growth since its inception in 2010, Monford is now a leading integrated construction service provider of civil contracting, building construction and asset maintenance services for the oil and gas, resources and infrastructure sector nationally.
BBuilt from the ground up and led by hands-on Managing Director Declan White, Monfords success stems from its Integrity, quality and streamlined processes without the bureaucracy.
BBeyond the generic eciency, quality, safety, environmentally responsible statements most companies promise, Monford has rigorous processes, strategies and training and education to genuinely deliver projects on time, within budget, safely and sustainably.
MONFORDGROUP.COM
SydneySuite 32 Level 5 Nexus Norwest
4 Columbia CourtBaulkham Hills, NSW 2153
Ph: 02 8315 7047
Perth77 Coulson Way
Canning Vale, WA 6155Ph: 08 6365 4507
Karratha102 Lambden RoadKarratha, WA 6714Ph: 08 6365 4507
CONTACT US
Email: [email protected]
CIVIL CONTRACTING
BUILDING CONSTRUCTION
ASSET MAINTENANCE
PERSONNEL MANAGEMENT
EQUIPMENT HIRE
Employees: 200 Established: 2010Industry: Infrastructure, Mining, Oil and Gas Services: Bridges, Buildings, Camps, Earthworks, Land Development, Marine, Pipelines, Precast concrete, Rail, Roads, Utilities, Water Infrastructure Ongoing Projects: Wheatstone LNG, Client John Holland, Value $35M; Nammuldi, Value $14M; Perth Airport & Freight Access, Value $11M; Burswood Stadium Rail, Value $8M; Perth Childrens Hospital Value $4M; Abraham Bridge Value $1.45M; Denmark Waste Water Treatment Plant Value $1M
Website: www.monfordgroup.com
SUPPLIER PROFILEMONFORD GROUP
-
QUALITY ASSURED VEGETATION MANAGEMENT SERVICE
344 Limekilns Rd, Bathurst NSW 2795 | Ph: 02 6334 2544 | Email: [email protected]
www.agilearbor.com.au
Our strong industry reputation is based on 15 years of delivering a quality vegetation
management service safely and professionally throughout inland NSW.
With an outstanding safety record, our friendly team is trained to handle every possible
vegetation management job.
Removal of dangerous trees, woody weeds, shrubs and regrowth
Fire hazard reduction and fire break maintenance
Access road / track maintenance Geo-technical maintenance and
rock grooming Hydro-mulching / seeding Equipment hire
www.eetplus.com.au+61 2 8398 9050 [email protected]
Level 6, 601 Pacic Highway, St Leonards, NSW 2065 FleetPlus Pty Ltd ABN 59 099 217 320
FleetPlus is a leading eet leasing and eet management company in Australia and New Zealand. For businesses both big and small, we specialise in providing vehicle solutions tailored to our customers requirements including:
Operating Leases Fleet Management Novated Leasing Salary Packaging
-
John Holland also works together with strategic technology partners to improve internal processeslike its web-based Project Pack Web system, to increase mobility and empower employees to be productive from any location and in turn enhance further collaboration with clients.
Were empowering people in IT to connect directly with their business counterparts to understand their needs, said David Banger, CIO for John Holland. Project Pack Web
was developed in collaboration with the business to make sure that it met their requirements while innovating and simplifying existing practices. Our staff members regularly visit projects to experience firsthand the way our services are utilised so we can continually improve the support we provide to the business.
INNOVATIONInnovation is imperative for a business intending to grow, but it is
E N G I N E E R I N G A N D C O N T R A C T I N G
w w w. j o h n h o l l a n d . c o m . a u 6 5
-
JOHN HOLLAND GROUP
Our objective is to provide value and innovation to Australias infrastructure
and property markets John Holland CEO, Glenn Palin
-
w w w. j o h n h o l l a n d . c o m . a u 6 7
E N G I N E E R I N G A N D C O N T R A C T I N GJOHN HOLLAND GROUP
Our objective is to provide value and innovation to Australias infrastructure
and property markets John Holland CEO, Glenn Palin
-
JOHN HOLLAND GROUP
6 8 J u n e 2 0 1 6
equally important that innovation is pursued with purpose. John Holland has established an Engineering, Technology and Innovation (ETI) function, which will ensure that continuous improvement is business as usual. As such it looks at Design Management Services, construction planning, research & development, and new technologies.
Its primary accountability is to build competitive advantage through engineering excellence, innovation, research and leveraging the breadth and depth of CCCC capabilities, resources and procurement.
The depth and breadth of our service offering, coupled with our internal collaboration model, allows us to effectively and efficiently deliver high quality infrastructure and engineering solutions for our clients, Palin says.
CONCLUS ION AND FUTUREGrowth dominates John Hollands future plans, bolstered by the support of its parent company.
We plan to double the size of John Holland within five years by building on our reputation for excellence and taking advantage of new opportunities, says Palin.
Many of our operating markets
-
E N G I N E E R I N G A N D C O N T R A C T I N G
w w w. j o h n h o l l a n d . c o m . a u 6 9
have seen significant change over recent years, particularly in the past 12-18 months. Evaluating these changes, identifying future industry trends, researching new markets and determining the competitive advantages we offer, has also been a vital part of the planning process.
Company Information
N A M E
John Holland Group
I N D U S T RY
Engineering and contracting
H E A D Q U A RT E R S
Melbourne, Australia
E X E C U T I V E
CEO: Glenn Palin
JOHN HOLLAND GROUP
-
SA GOVERNMENTS RECORD INVESTMENT
TO KEEP BUILDING SOUTH AUSTRALIA Construction will begin on almost $2.5 billion of major infrastructure projects in South Australia this year creating thousands of jobs. Together with continuing projects more than $6 billion of major infrastructure
projects are underway or about to start.
-
7 17 1
SA GOVERNMENTS RECORD INVESTMENT
TO KEEP BUILDING SOUTH AUSTRALIA Construction will begin on almost $2.5 billion of major infrastructure projects in South Australia this year creating thousands of jobs. Together with continuing projects more than $6 billion of major infrastructure
projects are underway or about to start.
-
South Australia has undergone a massive transformation over the past decade with more than $8 billion invested in public buildings and transport infrastructure.
The citys Riverbank Precinct has been a focal point of this record investment, with a range of sporting, health, arts and entertainment
infrastructure emerging, underway or planned.
The award-winning $535 million Adelaide Oval redevelopment is arguably the gem in the Riverbank crown - a shining example of how modernisation can mesh with preservation of unique heritage.
And the tens of thousands of football and cricket fans heading to
7 2 J u n e 2 0 1 6
SOUTH AUSTRALIAN GOVERNMENT
Adelaide has been ranked the most cost competitive city in Australia
-
the oval almost weekly have brought a new sense of vibrancy to the city.
Most cross the river via the new $40 million Riverbank Bridge which connects the oval to the citys bustling restaurant and hotel precinct, as well as the Adelaide Convention Centre, which is undergoing at $397 million rejuvenation, and SkyCitys
Adelaide Casino, which recently received development approval for a $300 million expansion, including a new boutique hotel overlooking the river.
The view from the Riverbank Bridge takes in the $2.1 billion Royal Adelaide Hospital, which is nearing completion, the recently opened $200 million South Australian Health
C O N S T R U C T I O N
w w w. p re m i e r. s a . g o v. a u 7 3
SOUTH AUSTRALIAN GOVERNMENT
-
The redevelopment of this precinct owes its success in part to a focus on building the transport networks which service the area. The $30 million tramline extension from Victoria Square to the citys west has helped generate the urban uplift, linking these precinct sites with the Adelaide Railway Station, the Entertainment Centre and the evolving University of South Australias City West campus.
On the back of the success of the
7 4 J u n e 2 0 1 6
and Medical Research Institute and the University of Adelaides $125 million Medical and Nursing School which is currently being constructed.
The $40 million Festival Plaza project will create a Federation Square-style open space, further developing links within the Riverbank Precinct, while Walker Corporations $430 million office building is also proposed for the area.
-
tram extension, a network of trams throughout the city AdeLINK is proposed.
The State Government has just announced a $4m business case will be developed, with the aim of encouraging both the Federal Government and local councils to partner in delivering this ambitious project.
The AdeLINK tram network is part of an integrated approach to the transport networks vital to a sprawling city such as Adelaide, which is why the Government has also been focused on upgrading our three most popular transport services.
A $291 million rail electrification and extension to Seaford opened in February 2014, increasing patronage from the sprawling southern suburbs by almost 80 percent.
Recently an $85.5 million, 620-metre extension of the electrified Tonsley line, connecting to the Flinders Medical Centre and Flinders University was announced, with a tender call expected soon.
The $152 million electrification
of the Gawler line to the northern suburbs is on the books to start in the 2017/18 financial year.
In the meantime work has started on the $160 million O-Bahn City Access Project, which will see a tunnel constructed under Adelaides nationally heritage-listed parklands, vastly improving travel times and reliability for the citys most popular public transport network - the O-Bahn guided busway while also greatly improving road traffic flows.
Improvement the movement of traffic across the vast city of Adelaide is the primary purpose of
C O N S T R U C T I O N
w w w. p re m i e r. s a . g o v. a u 7 5
-
the States other major transport infrastructure project - the North South Corridor.
Already the $812 million South Road superway, the $512 million Northern Expressway, $118 million Gallipoli Underpass and $30 million Glenelg tram overpass have eased pressure on this vital freight and commuter corridor.
An $896 million upgrade between the River Torrens and Torrens Road is under construction and within
months work will begin on the $620 million Darlington Upgrade and $985 million Northern Connector.
A joint State and Federal commitment to upgrade the North-South Corridor upgraded in 10 years, creating a 78-kilometre non-stop motorway linking growing urban areas in the citys northern and southern suburbs, as well as providing crucial freight connections between key regions such as the Mid North, Barossa Valley, Fleurieu
C O N S T R U C T I O N
w w w. p re m i e r. s a . g o v. a u 7 7
-
economy industries such as car manufacturing to new industries such as advanced manufacturing, and with the associated pressure on jobs, a key focus for the Government has been to maximise the benefits of infrastructure investment for local industries and workers.
The Industry Participation Policy gives tenderers who prioritise South Australian businesses and workers
7 8 J u n e 2 0 1 6
Peninsula and the Port of Adelaide, via the $270 million Port River Expressway.
This is in addition to other works in the Port Adelaide area such as the $300 million Techport shipbuilding facility at Osborne, $126 million opening road and rail bridges over the Port River and $45 million deepening of the Outer Harbor channel.
As a state transitioning from old
SOUTH AUSTRALIAN GOVERNMENT
South Australia secured the nations biggest ever defence project
-
w w w. p re m i e r. s a . g o v. a u 7 9
a better chance of winning government contracts. The policy does not exclude interstate or
indeed international companies and consortia from bidding for local projects, but does convey an expectation that where possible goods and labour will be sourced locally.
All of South Australias major infrastructure projects now operate under this Industry Participation Policy, along with other requirements for successful tenderers to employ apprentices, Aboriginal workers and people from disadvantaged backgrounds.
Company Information
N A M E
South Australian
Government
I N D U S T RY
Government Public
Infrastructure
H E A D Q U A RT E R S
Adelaide, South Australia
M A N A G E M E N T
South Australian
Transport and
Infrastructure Minister:
Stephen Mullighan
Chief Executive, South
Australian Department of
Planning, Transport and
Infrastructure:
Michael Deegan
C O N S T R U C T I O NSOUTH AUSTRALIAN GOVERNMENT
South Australia secured the nations biggest ever defence project
-
Written by: Tom Wadlow Produced by: Richard Deane
Infrastructure in Indonesia: A once in a century opportunity
-
8 1
-
INFRASTRUCTURE IN INDONESIA
8 2 J u n e 2 0 1 6
Indonesia is a sleeping giant. With 252 million inhabitants and a Gross Domestic Product of around US$890 billion, it is the largest economy in Southeast Asia and 30th largest in the world.
Domestic consumption accounts for more than 55 percent of the countrys GDP, a factor which has sheltered it from the global economic crisis and facilitated a steady growth rate of 5.8 percent over the past 10 years. Political stability and a burgeoning middle class of 74 million, many of which are under 30, is also an attractive proposition for would-be investors.
Indonesia also houses an abundance of natural resources. It is the worlds largest producer and exporter of crude palm oil, the second largest producer of cocoa and tin, the second largest
Why major construction projects are needed to drive socio-economic development and harness the entrepreneurial spirit of 20 million surplus workers
producer of coal and the fourth largest exporter of natural gas.
Steady, however, is not enough. Despite the already formidable statistics, voices inside the country are calling for a massive ramp up in productivity, especially in the construction of infrastructure. Such an enormous workforce and bountiful supplies of valuable commodities, it is said, are underutilised.
A report published in 2014 by Indonesias Centre for Public Policy Transformation, The Economic Choices Facing the Next President, outlines a once in century opportunity for Joko Widodo, now in his second year as head of state. There are two choices - either continue with business as usual and continue with five percent growth, or embark
-
C O N S T R U C T I O N
on robust reform to generate 10 percent growth and four times the number of good new jobs.
Peter Fagan has been in and out of Indonesia for the past 20 years and is now Vice President of Southeast Asia Operations for Hill International, experts in identifying, managing and mitigating large infrastructure projects across the world. Responsible for scoping out opportunities in the country, he has spoken to a tremendous number of people in public and private enterprise, and agrees that today could mark a watershed moment.
Yes, I do think this is a once in a century opportunity, Fagan said. There are more than 20 million under or unemployed workers with a strong entrepreneurial spirit, partly born by necessity as there is no social safety net system in Indonesia.
Constructing cost effective business Shifting under or unemployed workers from generally unproductive agricultural and informal trades to more productive manufacturing jobs has been identified as key to awakening the sleeping giant. Reducing the cost of labour to manufacturing firms while increasing the incomes of workers may appear contradictory, but this is where a drastic need for infrastructure arises.
Fagan explained: The cost of doing business in Indonesia is relatively high and it is not because of high salaries. It is because of poor infrastructure and the cost of the time it takes for things to move.
www.h i l l in t l .com 8 3
-
There are more than 20 million under or unemployed workers with a strong entrepreneurial spirit, partly born by necessity as there is no social safety net system in Indonesia
Peter Fagan,
Vice President of
Southeast Asia
Operations, Hill
International
INFRASTRUCTURE IN INDONESIA
The delay of getting into port and missing the ship is one example. Something like 10 percent of freight trucked to port actually misses the ship because the trucks just cant get there on time. Roads are chock-a-block all day and all night.
The Indonesian ports themselves, Fagan added, are also in need of upgrading. Oil imports from the Middle East have to route via Singapore onto smaller ships in order to dock in Indonesia, adding significant cost. Navigating the 13,000-plus islands is also a logistical challenge, with current infrastructure not aiding the process as much as it could. Difficulties such as these and the subsequent increase in the cost of doing business has resulted in major companies moving their custom to the likes of Myanmar.
Its not just roads and ports that will help businesses but also a significant investment into water resources and water treatment. Fagan said. In Jakarta, as in many cities in Indonesia, you cant drink the water out of the pipe. Its so heavily polluted.
Power supplies are also critically short and thats not important just for the civilian population but also for business. It is big cost on business having to provide their own electricity when the governments power supply is interrupted, which can happen frequently outside the capital city.
8 4 J u n e 2 0 1 6
-
C O N S T R U C T I O N
www.h i l l in t l .com 8 5
-
INFRASTRUCTURE IN INDONESIA
Driving development Improving the quality of life for Indonesians lies at the heart of the Centre for Public Policy Transformations research.
The only reason to build infrastructure is to support the people of Indonesia and what do the people of Indonesia want? Fagan asked. They want a job.
Fagan highlighted the diligence and resourcefulness of Indonesian people by referring to a recently-revoked piece of Jakarta legislation which prevented cars from travelling at peak times unless they had three or more occupants. This had driven unemployed people to ride in underpopulated cars in exchange for money.
This is the only way some people were able
8 6 J u n e 2 0 1 6
-
C O N S T R U C T I O N
to buy food and I think this goes to the heart of it, Fagan added. All Indonesian people want is the opportunity for employment, and improving infrastructure will create an environment where businesses will want operate and employ more people.
Political roadblocks Despite the best intentions of President Widodo, the political system in which he operates is holding back some important infrastructure projects.
The 120km high speed rail line linking Jakarta and Bandung, due to be completed by a Chinese-Indonesian business partnership, is a clear example of a project being held up in the political machine. Having had the seal of approval from Jokowi, just 5km has been released for construction due to intervention from the countrys Ministry of Transport.
Nobody really knows the rationale behind why its on hold, Fagan said. What is reported in the media is that environmental studies and land acquisition are yet to be completed.
This leads into another problem - that of acquiring land, the budget for which is a fraction of what is needed to get several large infrastructure projects off the ground.
Indeed, the Economic Choices report states a need for a tenfold increase in government spending on infrastructure, from 0.6 to 6.5 percent of national income by 2019. It recommends scrapping the fuel subsidy, a move which has already been made, as a means to freeing up capital. Much greater tax reform will also be needed.
Despite bureaucratic hold ups there are projects making it through the pipeline. A timely third terminal at Jakarta airport is nearing completion, and will greatly ease pressure on the transport hub which is currently operating at 250 percent of capacity.
Countering corruption A well-established culture of corruption is another tricky barrier that the country is trying to overcome. Generations of government officials who could not survive without the income
www.h i l l in t l .com 8 7
-
INFRASTRUCTURE IN INDONESIA
8 8 J u n e 2 0 1 6
corruption bought has led to its entrenchment in the political system of the day.
Fagan commented: The government is making some progress with its anti-corruption unit, the KPK. They are investigating publically and putting people before the courts. People are starting to be punished for corruption and there are major cases almost every week. Certainly two or three cases every month are being reported in the press and Im sure theres a lot else thats going on.
Another policy helping to improve transparency and make business easier is the one door policy. Several departments that a proposal may have required approval from now operate under one roof, cutting out unnecessary bureaucratic layers.
It is an area in which Hill International specialises, having completed 10,000 projects and managed half a trillion dollars of project work over its 40 years. Overcoming approval barriers and ensuring as smooth a process as possible is a central pillar of what it does, and Fagan recognises the progress being made in Indonesia.
-
Peter Fagan has vast experience working in Indonesia and across the world, helping to manage some of the largest infrastructure projects. This includes the ongoing Doha Expressway programme in Qatar, involving more than 30 smaller projects and investment of $35 billion. In Indonesia, Fagan and Hill International delivered a workshop to the Ministry of Finance, drawing on company expertise from London and Hong Kong to advise the department on how to get important projects off the ground. Fagan, having graduated with a construction degree, is now in charge of preparing Hill for the undertaking of new projects in Indonesia and elsewhere in Southeast Asia.
Peter Fagan, Vice President, Southeast Asia Operations
C O N S T R U C T I O N
www.h i l l in t l .com 8 9
-
9 0 J u n e 2 0 1 6
INFRASTRUCTURE IN INDONESIA
-
www.h i l l in t l .com 9 1
Things that were taking three to six months for approvals are now reportedly happening within days to weeks, he said. The most fruitful opportunity for us will be with foreign companies which are doing business here and with Indonesian companies that already operate in overseas locations because they understand compliance to legislation like the UK Bribery Act.
OptimismIndonesias middle class, a group which is set to double to 150 million by 2020, is key to pressing the demand for goods and services which will stimulate investment and provide work for the millions of under and unemployed.
Young, tech-savvy and interested in international brands, international surveys have shown Indonesians are receptive to advertising and eager to try new ideas. It is already the worlds second largest Facebook market and fifth largest on Twitter.
If the current government presses ahead with the recommendations set out by the Economic Choices paper, the country could experience growth double that of the present day.
Fagan concluded: I admire the drive of the President. His attempts to encourage and lead are admirable and there are a lot of foreign companies from Asia, Europe and the USA that are very enthusiastic and want to find opportunities to invest.
C O N S T R U C T I O N
I admire the drive of the President. His attempts to encourage and lead are admirable and there are a lot of foreign companies from Asia, Europe and the USA that are very enthusiastic and want to find opportunities to invest Peter Fagan,
Vice President of
Southeast Asia
Operations, Hill
International
-
A DESIGN REVOLUTION
FOR THE GOLD COAST
The Grocon Parklands Project promises an advent of sustainable and accessible design for Southport and Queensland
Written by: Sasha Orman Produced by: Tom Venturo
-
9 3
A DESIGN REVOLUTION
FOR THE GOLD COAST
The Grocon Parklands Project promises an advent of sustainable and accessible design for Southport and Queensland
Written by: Sasha Orman Produced by: Tom Venturo
-
9 4
A s the largest privately-owned development, construction and real estate investment business in Australia, Grocon has built a reputation for delivering complex large-scale development projects that strike a balance between form and function. On the Gold Coast, Grocon is in the midst of one of its
largest development projects yet: the Parklands Project in Southport, Queensland.
We are proud to be investing, developing and constructing the Parklands Project into a vibrant mixed use community, which will be one of the most significant urban renewal developments ever undertaken on the Gold Coast, said
PARKLANDS PROJECT BY GROCON
Village Heart Overview
-
w w w. s u n r i c e . c o m . a u 9 5
Steven Grimes, Grocon Parklands Project General Manager.
The Grocon Parklands Project is a key part of the Gold Coast Health and Knowledge Precinct, a $5 billion development across 200 hectares in Southport. Already home to Griffith University the cutting-edge Gold Coast University Hospital, and Gold Coast Private Hospital.
Grocons contribution to the district will be a mixed-use village featuring 1,252 one, two and three-bedroom dwellings (18 apartment towers and 82 townhouses), a regional Shopping Centre with 18 retail and dining outlets with a full line supermarket, and seven hectares of public park space around a Village Heart.
C O N S T R U C T I O NPARKLANDS PROJECT BY GROCON
-
Everything we do is driven by our core values of Safety, Sustainability, Community and Innovation, said Grimes. The Parklands Project provides a showcase of bringing our values to life.
A SUSTA INABLE APPROACHOur aim is simple: to leave our planet in a better place than we found it, said Grimes. That means every project always contributes to a greener future.
The Parklands Project is no exception, with a design and
vision incorporating industry-wide best practices for sustainability, community engagement, and environmental protection from construction to completion.
To encourage ecosystem rehabilitation, Grocon is reinstating natural landscaping and connections to adjoining forests within the seven-hectare public park at the center of the Parklands development. Grocon also weaves sustainability and energy efficiency concepts into its apartment and townhouses designs, from towers built to enhance natural sunlight
www.park landspro ject .com.au 9 7
OUR AIM IS SIMPLE: TO LEAVE OUR PLANET IN A BETTER PLACE THAN WE FOUND IT. THAT MEANS EVERY PROJECT ALWAYS CONTRIBUTES TO A GREENER FUTURE.
Steven Grimes, Grocon Parklands Project General Manager
C O N S T R U C T I O N
-
9 8 J u n e 2 0 1 6
and natural cooling breezes to LED lighting fixtures and smart appliances in every home. Furthermore, Parklands homes are built to meet Livable Housing Design guidelines for more inclusive and accessible living spaces.
These efforts have not gone unnoticed. The EnviroDevelopment scheme, produced by the Urban Development Institute of Australia (UDIA), certified the Parklands Projects sustainable development status across five categories: sustainability of ecosystems,
waste, energy, materials, water and community. Meanwhile Grocon has partnered with the Queensland Government to achieve a Livable Housing Silver standard for Parklands townhouses and Livable Housing Gold for its apartments.
A VALUED WORKFORCEAn extensive undertaking like the Parklands Project requires an equally extensive staffthe Parklands Project will have 1,000 workers on site at the peak of construction, with a total of nearly
Steven Grimes (Grocon Parklands Project General Manager), Dean Bruker (yourtown consultant) Grant Beckett (Grocon Constructors Executive Project Manager)
-
C O N S T R U C T I O N
www.park landspro ject .com.au 9 9
Otis is the worlds largest manufacturer of elevators, escalators and moving walkways. For architects and contractors, developers and homeowners, Otis is the worlds leading people mover.
Environmentally friendly Gen2 elevators set the new standard for performance, reliability, design flexibility and comfort while reducing costs and energy usage throughout their life cycle.
Otis Elevator Company Pty. Ltd.149-155 Milton Street, Ashfield NSW 2131, Australia
Phone: +61 2 8338 2700 | Fax: +61 8338 2730 | www.otis.com
Revolutionary flat-belt technology enables a more compact, energy efficient machine, freeing up valuable building space and reduce operating costs.
Thanks to its flexible belts, the Gen2 system is more compact and more efficient.
The Way to Green gets greener Energy conserving ReGenTM drives make Gen2 systems up to 75 percent more energy efficient than conventional systems with non-regenerative drives.
10,000 involved throughout the design and construction process. Grocon recognises that each individual is crucial to the success of the project, and strives to create a workplace where employees and subcontractors can feel valued and empowered.
We want our people to feel they can make a difference to our business and to the world around them, said Grimes. We believe that providing an enjoyable working environment is how we can best help our people achieve
their personal and career goals, and so thats exactly what we do. We maintain a positive work place through providing an ethics and values-based organisation, open two-way communication and a cultural and behavioural framework of capability. We are committed to encouraging personal development, recognising good performance, valuing teamwork and fostering an environment of equal opportunity.
Grocon also values the safety of its workforce, using methods and materials like polymer formwork
-
Overview of Village Heart from North
-
from Dincel Construction System to reduce the hazardous tasks workers are faced with every day. With an industry leading OHS policy certified to AS 4801:2001, the company strives to maintain a work site that is not only positive but also 100 per cent LTI injury-free.
Our teams actively participate in site based safety interactions where by staff interact directly with the workforce to encourage and foster a positive safety culture, Grimes added. But to us, safety is also about more than zero
harmits also about providing wellbeing programmes that achieve better health outcomes for all of our employees. We drive a safety culture to lead the construction industry.
A LASTING LEGACYThe Parklands Project by Grocon has a bright and colorful future ahead of itGrocon is currently on track to complete construction by the end of 2017, at which time the complex will be leased to the Gold Coast 2018 Commonwealth
C O N S T R U C T I O N
www.park landspro ject .com.au 1 0 1
Finn Jones (UDIA Gold Coast Branch President) and Steven Grimes (Parklands Project General Manager) at the award of the Parklands Project 5 leaf EnviroDevelopment accreditation
-
1 0 2 J u n e 2 0 1 6
PARKLANDS PROJECT BY GROCON
Games Corporation (GOLDOC). The residences within the Parklands Project will serve as the Gold Coast 2018 Commonwealth Games Village, housing 6,600 athletes and officials while drawing attention to the project and the Gold Coasts potential as a leader in sustainable design.
We are proud to be able to deliver Parklands Project as a sustainable and vibrant mixed-use community
for the Gold Coast Health and Knowledge Precinct. said Grimes. The village heart and residential village are staged to become iconic international landmarks in sustainable design.
After the Commonwealth Games, Grocon will then go back in to transition the Parklands to its final form as a mixed use residential community, outfitting the ap